WATSON DURENBERGERCOLLABORATIVE CONSULTING

PHDE 638Organizational Development

Heather DurenbergerMBA, MA

About meAchieving results in non

profits and Fortune 300 environment for 16 years

Masters in Business Administration, 2000

Masters in Biopsychology, 1993

Mbr, Neuroleadership Institute

Serving on boards since 15

Wife, mother of 4 kids - 13 yrs old and under

How I work…Strives to help clients

see what’s really, really going on

Strengths: authenticity, engaging others, building partnerships, focusing on the right things, creating high trust environments and sustained performance leaps

Student Learning ObjectivesUpon completion of the course, students are expected to be able to do the following:

Assess and utilize basic principles of organization development and leadership.

Apply concepts of systems thinking and organizational learning.

Apply framing methodology to deepen understanding of complex organization dynamics, issues and identify strategic points of leverage for organizational change.

Evaluate and create solutions to complex organization issues.

Synthesize and utilize organization development concepts and methodologies within a comprehensive framework of organization leadership.

Translation…Define OD and how to do it?Define models of planned

change, its key steps and explain how they relate to OD

Describe and apply competencies needed to influence change

Understand the levels of change and various approaches to it

The Whole PictureWhy Fundraisers

Should Care About Org Dev?

Abilene ParadoxUnderstanding the

Whole - Systems Thinking

Good to GreatBusiness Model

CanvasValue

Proposition/Know Thy

CustomerROI + IOIDynamics of FundingLeading despite

UncertaintyImplementing

ChangeBest practices &

Common MisstepsNeuroscience of

Change Management

Resources

Assignments

Take Home Assignments:1. Map Customer Segment 2. Map Value Proposition 3. Map Revenue Mix

Topics for todayCourse Overview

◦SLO’s translatedOrganizational Development:

◦What, So What?Abilene Paradox

◦Wake Up!Level 5 Leadership

◦Who are these folks?

Change is all around usChanges can be seen everywhere:

◦ Organizational downsizing,◦ Continuous improvement,◦ Changing technologies,◦ Increasing speed of market change,◦ Changing needs of customers,◦ Mandated changes or community action group

pressures

How do we manage change while sustaining or improving performance?

Source: Practicing Organizational Development 3rd edition by William Rothwell, Jacqueline Stavros, Rolland Sullivan, Arielle Sullivan

What really is OD?

1. Is a long range perspective2. works best when supported by top

managers3. effects change primarily through

education4. knowledge management: learning

transforms and used to ↑ performance

5. Emphasizes employee participationSource: Practicing Organizational Development 3rd edition by William Rothwell, Jacqueline Stavros, Rolland Sullivan, Arielle Sullivan

What OD is NOTOne size fits allApplication of someone else’s

best practicesShort-term manipulation to

achieve immediate financial gains.Trainers controlling vs facilitators

collaborating with clients

Source: Practicing Organizational Development 3rd edition by William Rothwell, Jacqueline Stavros, Rolland Sullivan, Arielle Sullivan

There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things – Machiavelli

Change is the law of life and those who look only to the past or present are certain to miss the future – JFK

Why Should Anyone Care?

The field of OD helps organizations anticipate, adapt and respond to change. People should care about OD because it is rapidly merging as leading business topic – on how to handle change and lead effectively.

Source: Practicing Organizational Development 3rd edition by William Rothwell, Jacqueline Stavros, Rolland Sullivan, Arielle Sullivan

First concept: Seek first to understandWhat is really, really going on?How do we AWAKE organizations?Abilene paradox

◦Video◦Exercise◦Debrief

Abilene Paradox• One reason you enjoy participating

in group decisions.• One thing that makes you

uncomfortable when participating in group decisions.

• Whether you prefer making solo or group decisions.

Exercise: Recall a previous decision-making process in which you participated.

Abilene ParadoxWhat is it?

◦When groups take action that contradicts what the members of the group silently agree they want or need to do.

Characteristics of Abilene Paradox Individuals agree, in private, about the nature of

the problem.

Individuals agree, in private, about suitable steps to a solution.

Once in a group, individuals fail to communicate their concerns, opinions, and reservations.

Decisions are made based on inaccurate “data”.

Members experience frustration, anger, and irritation with each other.

The problem intensifies until the cycle is broken.

Preventative Measures What can you do at each stage

of the decision-making process:Before decisions are made, as

information is gathered?

During meetings and discussions?

After decisions, before you arrive in Abilene?

Ways to skip AbileneInvite the right people - with

knowledge, experience and a stake in the result.

Plan enough time for discussion.

Clearly state the decision to be made and the results to be accomplished.

Organize available data and information.

Develop options and evaluate impacts.

Continued ways to skip…Set a climate of openness and

participation, give fair consideration to all options.

Check assumptions. Ask: “What happens if we don’t?”

Review risks and benefits. Estimate the probabilities.

What can you do to skip…Keep negative fantasies and

perceived risk under check. Consider the benefits of speaking out.

Diplomatically confront decisions moving in the wrong direction, based on your knowledge and experience.

Be prepared with backup information and good questions.

What’s behind the ParadoxAction AnxietyNegative FantasyPerceived RiskFear of

SeparationConfusion of Risk

and Certainty

Signs Group is in AbileneDeteriorating project status

Blaming and scapegoating

Irritation with others

What do these things have in common as we think about change?

Source: www.activegarage.com

Second concept: Level 5 LeadersGood Deeds: 2012

Volunteer Hall of FameTen outstanding

volunteers who make a positive difference around the Twin Cities.

She steps in when other step out…

fierce resolve + humble

Image source:mspmagazine.com

Why is Patty a Level 5 Leader17-year Greater Minneapolis Crisis Nursery, Board for the MacPhail Center for Music, Serves on Colonial Church’s council, Recently joined the board of Northside

Achievement Zone. “Whether it’s being a caring soul, a

problem solver, an advocate, crusader, or dreamer, all volunteers play a role in making our community a better place,”

“I hope to use my God-given talents to serve to the best of my ability.”

Jim Collin’s Level 5 Leader

Look for extraordinary results have no take credit for those results.

Our culture has fallen in love with the idea of the celebrity CEO

It can be identified. It can be cultivated. It can be developed. Given encouragement and the

right tools, it can flourish.

Organizational Development – Our Path Together

Seek First to Understand

Abilene ParadoxConfronting the

Brutal FactsLevel 5 Leadership

Image source: google images

Questions

What is one thing you learned today that you can try this week?

Next WeekRead:

◦Good To Great pages: 90-134 & 164-187

◦Theory U executive summaryWatch:

◦Otto Scharmer Theory U videoDiscussion Board Questions

include:◦Abilene Paradox◦Level 5 leaders